6) An additional lesson I learned from this book was that if feedback is stored up until that person can’t keep it inside anymore and they throw all the built up feedback at the observed person, they will dent the facts. The person who has been thrown the feedback will become defensive and resentful. They will not own what they did wrong or try to change their behavior. It taught me that providing quick feedback when the behavior happens is better because it deals with one behavior at a time and the person will be more likely to listen and try to fix their behavior.
7) The most valuable advice for me personally was the idea of creating a goal, reviewing it daily, and aligning my behavior to match my goals. This is valuable to me because I …show more content…
The goals are the antecedent while praising and/or re-directing is the consequence that shapes future behaviors. They work perfectly in influencing employees to behave in a way that is productive. I also found interesting the idea that Teresa Lee was seen as complaining by the manager because she did not know what she desired the problem to actually be like. I feel that having a problem and complaining are similar. People complain because things are not going the way they want them to go, which is the definition of what a problem is by the manager’s standards. However, she wouldn’t necessarily be complaining because she was seeking an answer or help. Complaining would be telling someone your problem without expecting a solution or input from the other …show more content…
They won’t take the time to feel bad about what they did and what they could do to change their behavior. The key alternative to generating a good performance would be to include praising after the reprimand pause. This will help show the person that they are good and that it was their behavior that was the mistake. The person won’t be thinking about how badly they were treated and will instead focus on their behavior. This will help them change their behavior and perform/behave better.
12) The “leave alone-zap” technique is a method most managers in the U.S. use. In this method managers do not respond to employees when they do something right, but when they do something wrong they get reprimanded. This technique is not effective in motivating people because good performers will stop performing as good due to the lack or praise and/or interest the manager gives to their work. It will create a situation where employees perform adequately when the manager is around, in order to avoid reprimands, but will then slack off once the manager is
7) The most valuable advice for me personally was the idea of creating a goal, reviewing it daily, and aligning my behavior to match my goals. This is valuable to me because I …show more content…
The goals are the antecedent while praising and/or re-directing is the consequence that shapes future behaviors. They work perfectly in influencing employees to behave in a way that is productive. I also found interesting the idea that Teresa Lee was seen as complaining by the manager because she did not know what she desired the problem to actually be like. I feel that having a problem and complaining are similar. People complain because things are not going the way they want them to go, which is the definition of what a problem is by the manager’s standards. However, she wouldn’t necessarily be complaining because she was seeking an answer or help. Complaining would be telling someone your problem without expecting a solution or input from the other …show more content…
They won’t take the time to feel bad about what they did and what they could do to change their behavior. The key alternative to generating a good performance would be to include praising after the reprimand pause. This will help show the person that they are good and that it was their behavior that was the mistake. The person won’t be thinking about how badly they were treated and will instead focus on their behavior. This will help them change their behavior and perform/behave better.
12) The “leave alone-zap” technique is a method most managers in the U.S. use. In this method managers do not respond to employees when they do something right, but when they do something wrong they get reprimanded. This technique is not effective in motivating people because good performers will stop performing as good due to the lack or praise and/or interest the manager gives to their work. It will create a situation where employees perform adequately when the manager is around, in order to avoid reprimands, but will then slack off once the manager is